General process identification should include the name and contact information of the individual submitting the idea, the organization and/or office name associated with the process, the business area in which this process is completed, the name of the process, and a high-level process description. This should include the number of staff/resources used for the process, process volume, frequency, average amount of time currently being spent on the process, current state error rates, and a description of existing challenges. Systems and Applications should include systems involved in the process, system roles necessary to perform process, stability (frequency of changes to the system), instructions for obtaining access, output and input destinations, and data structures and limitations (ex: PII, FOUO). The Power Automate RPA team should regularly review and update collection forms/questionnaires and make them available for employees to submit suggestions, through email, on a shared drive, or using other automated tools.
An emerging Power Automate RPA Program can find itself with too many automation candidates, where it easily exceeds program capacity and resourcing levels. This is not a cause for alarm, as it generally denotes positive interest in transformation through automation, and suggests significant demand exists for the Power Automate RPA program’s services. However, the program will need to establish a formal set of criteria to ensure the most impactful candidates are green-lighted for development and deployment. In many cases, these decisions will fall under the purview of established governance bodies. It is the Power Automate RPA program’s role to provide information and analysis to empower those governance bodies to make informed decisions about Power Automate RPA candidates.